Change Manager for a large transformation programme to deliver efficiencies and business wide improvements through the use of technology Microsoft Dynamics (CRM), review of processes and operations. • Successful rollout of the HR workstream. Including pre & post go live readiness surveys. I designed the support model for go live and ensured the business had the right resources trained and in place (Super Users).• Following HR system implementation, I conducted a process review with key users and stakeholders to assess the impact on various roles. Resulting in a feedback document to highlight the impact to the Programme Board. Process changes identified, designed and implemented.• Developed a set of actionable and targeted Change Action Plans to mitigate change impacts, working closely with the programme teams to align with the wider implementation activities.• Supporting and updating Change Network for the programme, identifying key members to onboarding to the network.• Managing and conducting change readiness assessments across the business, ensuring required levels of participation. • Plan and delivery of Change readiness actions.• Set up and facilitation of workshops to analyse and document change impacts arising from the new processes, systems and ways of working.• Creating communications for stakeholders, developing and adapting the communications strategy Key achievements to date• Ensuring the Change Network is regularly engaged and managed keeping the business up to date in line with the programme goals. Tailoring messages to the audience.• Managing and maintenance of the Change Impact Assessment, holding regular workshops to ensure the content is accurate, tasks are assigned and completed.• Engaging with change-resistant areas of the business to assess and address needs/concerns.

Business Change Lead /Subject Matter Expert for a large public sector transformation project to procure a new IT infrastructure, with the aim of delivering significant efficiencies and service improvements2015 – 2016 – Metropolitan Police Service. • Highly regarded team member working to encompass current IT and operation systems under one functional new system. • Analysing financial data from multiple departments in order to identify the business benefits of the project and develop a credible business case• Liaising extensively with the wider stakeholders and contributing to the Programme Development Board acquiring expertise in project governance• Making project critical decisions for the content and composition of the requirements catalogue• Establishing a comprehensive training strategy to deliver maximum benefit across the organisation with minimum impact on business-as-usual activity• Representing the needs of specific business areas as a critical friend of the ProgrammeKey achievements to date• Leading a team of Business Analysts to identify in excess of £10million of potential savings by challenging historical thinking and assumptions• Facilitating major operational change by streamlining seven legacy systems into one new digital solution, improving risk management and redesigning business processes which will affect the entire organisation• Engaging 45,000 internal stakeholders by developing a robust communication strategy including an intranet site, face-to-face briefings, enabling messages to be tailored to the audience• Leading cultural change throughout a change-resistant organisation, on-boarding every team by actively seeking input, developing a network of communication champions and planning training delivery

Project Lead - Local Policing Model with the aim of redistributing and realigning staff and facilities in line with the renewed corporate vision and strategy 2014 – 2015 Metropolitan Police Service, Ealing • Lead and directed a team of over 700 staff including the Borough of Ealing to achieve the project goals.• Acted as the one point of contact to maintain consistency• Built effective teams committed to delivering on the strategic objectives by providing training, development, coaching and mentoring where required. • Devised a system to reduce the skills imbalance by creating and running a posting process based on up to date skills allowing for personal requests to be taken into account• Provided a system to allow for internal and external communications to be regular and two way including regular conversations with MP’s, Councils, Federations and Unions to minimise disruption to the process.Key achievements• Engagement with internal and external stakeholders ensuring the communication strategy was tailored to ensure that all responses had been captured and actioned.• Delivering an ambitious change programme as part of a force-wide initiative, including the restructuring of a team of over 700 and the implementation of new working practices to aid significant cost savings

Project: - Change Manager - Confidence and Satisfaction Project with the aim of improving the Confidence and Satisfaction levels obtained from internal and external surveys of customers2012 – 2013 - Metropolitan Police Service, Ealing • Borough Lead accountable for the Confidence and Satisfaction Project. • Developing staff and increasing organisational effectiveness by conducting performance appraisals, creating development plans and supporting staff in their career progression• Developed and shared new ways of working to ensure consistency of approach for police-wide roll out. • Developed and refined existing processes to ensure consistency across all teams on Borough • Working with new external partners to share and collaborate on new ways of working and challenging conventional approach• Managing risk to the organisation via robust training and high quality information gathering and dissemination. • Personal and team accountability systems created and initiated to monitor and action the reputational impact of decisionsKey achievements• Introducing a training and development programme for supervisory staff and setting key performance indicators to measure success• Borough rose from 28th to 5th position on an external Customer Satisfaction Survey within 4 months.• Identifying opportunities for improvement and feeding learnings into future planning, corporate policy and training provision. • Project adopted on a police-wide basis following success of the Project.

Criminal InvestigatorMetropolitan Police Service – various roles. 2005 - 2012• Deploying resources to serious crime scenes in line with organisational priorities, providing front-line supervision and managing critical risk situations• Making reasoned decisions in challenging circumstances, effectively managing risk in diverse situations and providing clear, justified directions to specialist teams• Resolving multiple issues on a daily basis, working with the community to provide quality public services• Achieving internal promotion from Constable to Sergeant within 4 years and then performing the role of Inspector, based on consistently high standards and integrity• Working in partnership with the Local Authority and local community groups to deliver a crime reduction initiative around artifice burglaries, fostering robust relationships with senior staff to ensure buy-in• Improving organisational efficiency in handling vulnerable persons and persons under the care of local Mental Health Units by implementing new processes, deploying resources more effectively and collaborating with partner agencies

I liaised and set up all job interviews for prospective new employees to the Hospital. I ensured that vacancies became filled by the right candidates within set time frames.